Friday, December 21, 2012

Skroo Turner: Annual Sliding day

Skroo Turner: Annual Sliding day: Yesterday we had our Annual Sliding day. There’s a good video around. Great to see that a. No-one got injured and b.  3 of our people got the full length of the corridor (measured roughly at 40metres)

http://www.skrooturner.com/2012/12/annual-sliding-day.html

Monday, November 5, 2012

Simple principles of Incentives

Incentives are a key part of the basic scaffolding in our business, 'contingent reward' and providing good leadership in administering the systems is clearly important. Equally important is understanding that you shouldn't use incentives to change behaviour, its consistent and disciplined leadership that does this. You could argue that if 'scaffolding' could be that effective, we wouldn't need leaders! Not many of them anyway. Here are some good notes from Skroo on the subject.

The Basics of effective Incentives or rewards
1.     Reward the right outcomes-The outcomes you and your business wants and needs.
2.     If you are not getting the outcomes your want, look at what you are rewarding. It will be wrong.

Your Strategy on rewards (Incentives)

What Do you reward.                        What not to reward                           What do you reward with
Simple CLEAR Outcomes                     Activity                                               The Right KPI’s
you want and need                               Bureaucracy                                        Money
                                                          Minimising risk                                     Recognition
                                                          More Reporting                                      
                                                          Paralysis by Analysis
                                                          Busyness
                                                          Working long hours

How to reward
1.     Understand clearly and simply what outcomes you need and want in your business.
2.     Measure or KPI those outcomes.
3.     Reward them consistently (monthly) and long term. (year after year)

How not to reward
1.     Don’t incentivise people to change their behaviour.


Thursday, October 11, 2012

Persistence in Recruitment

Most people in recruitment agree that persistence is a common trait in successful people and particularly leaders. Not many have a method of testing for persistence, and 'demonstrated experience' is pretty shaky in this regards.

We've recently refined our talent pool strategy and are getting better at it. Here's a little example of how you can give someone reasonable feedback on what they need to do to be reconsidered - names changed to protect the innocent! It also illustrates the importance of spelling in business communication and addressing the email correctly! 

Lastly, protecting and developing our company as an aspirational brand............

Wednesday, October 10, 2012

Multifactor Leadership Questionnaire

by Bernard M. Bass & Bruce J. Avolio
The benchmark measure of transformational leadership

The Multifactor Leadership Questionnaire measures a broad range of leadership types from passive leaders, to leaders who give contingent rewards to followers, to leaders who transform their followers into becoming leaders themselves. The MLQ identifies the characteristics of a transformational leader and helps individuals discover how they measure up in their own eyes and in the eyes of those with whom they work. Success can be measured through a retesting program to track changes in leadership style. The program described in the MLQ Trainer's Guide provides a solid base for leadership training.

Overview
·       Measures, explains and demonstrates to individuals the key factors that set truly exceptional  leaders apart from marginal ones
·       Differentiates effective and ineffective leaders at all organizational levels
·       Assesses the effectiveness of an entire organization's leadership
·       Valid across cultures and types of organizations

Monday, October 8, 2012

Outliers - By Malcolm Gladwell

Steve gave me the book Outliers, by Malcolm Gladwell,  to read last year and I knocked it off this weekend so I can return it to him in Noosa. Here are some notes:

Similar in its approach to 'Freakenomics', Outliers debunks come conventional wisdoms about those who achieve success. Suggesting the intelligence isn't perfectly correlated, and the circumstantial part of 'nurture' plays a significant role, including the cultural norms into which you were born.

The Italians from Roseto who's intimate and culturally isolated town, lead to them living longer and healthier lives than their peer towns. This as a result of their happy and community based lifestyles. Even whilst smoking and drinking! They were 'Outliers', a statistical anomaly if viewed through 'conventional' glasses
>>> Purpose, a sense of belonging and village support are key.

Canadian hockey and many other sports select people apparently based on merit, however, the competitiveness is such that from a very early age players are selected and 'streamed' accordingly. Given the rapid rates of maturation in youth, for example, this leads to.......

Monday, July 30, 2012


There's no such thing as a single source of hire: Crispin

In a new ERE.net webinar commenting on the 2012 source of hire survey released in February by his company, CareerXRoads, Crispin said all the various sourcing channels – referrals, social media, job boards, agencies and so forth – were intertwined. 

From the moment a candidate heard about a job to the point they applied, was a multi-faceted process and attributing a hire to a single source was "a serious mistake", he said. 

"These [sources of hire] are all interdependent and influence each other. 

"We're convinced that we should be looking at the whole channel – how different sources influence each other – so that when you in fact make an investment in one, you are considering the additional investments you might make in others so that they can be combined for maximum effect." 

He said in its latest survey, CareerXRoads asked employers if

Thursday, May 17, 2012

Best corporate recruiters will "push back" on bad hiring manager behaviours

The best internal recruiters know how to – politely – confront hiring managers on bad behaviours and unrealistic expectations, says internal recruiting expert John Vlastelica. 

In a recent webinar on ERE.net Vlastelica, who has worked as a recruiting director at Amazon and Expedia and now runs his own consultancy, said confrontation was "a learned skill" that every corporate recruiter should have. 

"I'm sure you have had managers ask you to do things that do not have a high ROI; that are not good ideas," he said. 

The best way to deal with this is to manage expectations and raise issues before they become a problem. 

"Some of the best recruiters I've worked with are great at confronting bad behaviours… They have the respect of the business, and the business actually appreciates when we can challenge them, when we bring a level of expertise." 

For example, he said, at a pre-hire strategy meeting, the recruiter could bring in a simple spreadsheet with an optimal hiring timeline, and

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